{"id":{"repo_id":"vu-aus","oai_identifier":"oai:eprints.vu.edu.au:15500"},"canonical_url":"https://search.dev.ndltd.org/etd/vu-aus/oai:eprints.vu.edu.au:15500","repository":{"repo_id":"vu-aus","name":"Victoria University (Australia)","base_url":"https://vuir.vu.edu.au/cgi/oai2"},"display":{"title":"The impact of performance-based reward system (PBRS) on customers' perceived service outcomes","abstract":"This research examined the impact of PBRS on public sector service quality in Botswana by exploring whether different levels of customer oriented PBRS schemes impact customers’ perceptions of service quality. Six government departments were examined, three categorised as having high levels of customer focus in their PBRS plans and three as having low levels of customer focus in their PBRS plans. Marketing research generally suggests that customer orientation should improve organisational performance and bring about high levels of customer satisfaction in both private (Narver & Slater, 1990) and public sector organisations (Cheng et al., 2004). Thus, it would be anticipated that customers should potentially be more satisfied if departments’ reward schemes were more customer focused. In that regard, it was expected that government departments having high customer oriented PBRS would perform better (i.e. have more satisfied consumers) than departments with low levels of customer focused PBRS programs.","abstract_html":"This research examined the impact of PBRS on public sector service quality in Botswana by exploring whether different levels of customer oriented PBRS schemes impact customers’ perceptions of service quality. Six government departments were examined, three categorised as having high levels of customer focus in their PBRS plans and three as having low levels of customer focus in their PBRS plans. Marketing research generally suggests that customer orientation should improve organisational performance and bring about high levels of customer satisfaction in both private (Narver & Slater, 1990) and public sector organisations (Cheng et al., 2004). Thus, it would be anticipated that customers should potentially be more satisfied if departments’ reward schemes were more customer focused. In that regard, it was expected that government departments having high customer oriented PBRS would perform better (i.e. have more satisfied consumers) than departments with low levels of customer focused PBRS programs.","abstract_has_math":false,"creators":["Kealesitse, Botshabelo"],"institution":"Victoria University","degree_name":"phd","degree_level":"doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009","date_published":"2009","updated_at":"2026-07-24T06:33:12Z","subjects":["1505 Marketing","School of Hospitality Tourism and Marketing","1503 Business and Management"],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Kealesitse, Botshabelo"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2009"]},{"key":"dc:date.issued","label":"Date","values":["2009"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["School of Hospitality, Tourism and Marketing"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["Victoria University"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://vuir.vu.edu.au/15500/"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["phd"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["1505 Marketing","School of Hospitality Tourism and Marketing","1503 Business and Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://vuir.vu.edu.au/15500/1/Kealesitse2009.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This research examined the impact of PBRS on public sector service quality in Botswana by exploring whether different levels of customer oriented PBRS schemes impact customers’ perceptions of service quality. Six government departments were examined, three categorised as having high levels of customer focus in their PBRS plans and three as having low levels of customer focus in their PBRS plans. Marketing research generally suggests that customer orientation should improve organisational performance and bring about high levels of customer satisfaction in both private (Narver & Slater, 1990) and public sector organisations (Cheng et al., 2004). Thus, it would be anticipated that customers should potentially be more satisfied if departments’ reward schemes were more customer focused. In that regard, it was expected that government departments having high customer oriented PBRS would perform better (i.e. have more satisfied consumers) than departments with low levels of customer focused PBRS programs."]},{"key":"dc:format","label":"Dc Format","values":["text"]},{"key":"dc:title","label":"Title","values":["The impact of performance-based reward system (PBRS) on customers' perceived service outcomes"]}]}],"canonical_facts":{"dc:creator":["Kealesitse, Botshabelo"],"dc:date":["2009"],"dc:date.issued":["2009"],"dc:description.abstract":["This research examined the impact of PBRS on public sector service quality in Botswana by exploring whether different levels of customer oriented PBRS schemes impact customers’ perceptions of service quality. Six government departments were examined, three categorised as having high levels of customer focus in their PBRS plans and three as having low levels of customer focus in their PBRS plans. Marketing research generally suggests that customer orientation should improve organisational performance and bring about high levels of customer satisfaction in both private (Narver & Slater, 1990) and public sector organisations (Cheng et al., 2004). Thus, it would be anticipated that customers should potentially be more satisfied if departments’ reward schemes were more customer focused. In that regard, it was expected that government departments having high customer oriented PBRS would perform better (i.e. have more satisfied consumers) than departments with low levels of customer focused PBRS programs."],"dc:format":["text"],"dc:identifier.uri":["https://vuir.vu.edu.au/15500/1/Kealesitse2009.pdf"],"dc:language":["en"],"dc:publisher.department":["School of Hospitality, Tourism and Marketing"],"dc:publisher.institution":["Victoria University"],"dc:relation.isreferencedby":["https://vuir.vu.edu.au/15500/"],"dc:subject":["1505 Marketing","School of Hospitality Tourism and Marketing","1503 Business and Management"],"dc:title":["The impact of performance-based reward system (PBRS) on customers' perceived service outcomes"],"dc:type":["Thesis"],"dc:type.qualificationlevel":["doctoral"],"dc:type.qualificationname":["phd"]},"updated_at":"2026-07-24T06:33:12Z"}